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Fornell, C. (1992), ‘‘National customer satisfaction barometer: the Swedish experience’’, Journal of Marketing, Vol. 56 (January), pp. 6-21.

has been cited by the following article:

Article

Customer’s Attributes and Organizational Performance

1Department of management, Zanjan Branch, Islamic Azad University, Zanjan, Iran

2Department of management, Qeshm Branch, Islamic Azad University, Qeshm, Iran

3Department of management, khouzestan Science and Research Branch, Islamic Azad University, khouzestan, Iran


American Journal of Industrial Engineering. 2014, Vol. 2 No. 1, 1-4
DOI: 10.12691/ajie-2-1-1
Copyright © 2013 Science and Education Publishing

Cite this paper:
Davood Gharakhani, Mohammad Reza Farrokhi, Hamed khajevand, Arshad Farahmandian. Customer’s Attributes and Organizational Performance. American Journal of Industrial Engineering. 2014; 2(1):1-4. doi: 10.12691/ajie-2-1-1.

Correspondence to: Davood  Gharakhani, Department of management, Zanjan Branch, Islamic Azad University, Zanjan, Iran. Email: davoodgharakhany@yahoo.com

Abstract

This study explored how Product-related attributes of customers financial performance. Despite ongoing debate regarding the specific dimensions of the customer relationship orientation construct, the link with organizational performance is almost universally recognized. The findings suggest that financial service managers could consider treating consumers as partners in their provision of existing services or their quest to develop successful new services. Reciprocal behavior will foster a positive atmosphere, remove barriers arising from risk, and enable relationships to progress, ultimately improving financial performance. Marketing research has shown that firms are more successful when they focus on their customers’ needs. Although some empirical studies have investigated the relationship between Product-related attributes of customers and financial performance, they have failed to show the mechanism by which Product-related attributes of customers promotes financial performance.

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